Adv.

Diploma Of Business Gurinder Pal Singh LBC 120 353

Manage Human Resources Strategic Planning

Business Description

Myer Holdings Limited (MYER) is one of Australia's largest department store

groups targeting a wide spectrum of consumers. The company has a national
network of 67 stores in Australia. Myer retails designer, national, and
international fashion and apparel for men, women, and children, and
operates a consumer loyalty program. The company focuses on its retail
presence and execution, with a mix of house-brand and leased retail space
areas.

Strategy Analysis:

Recent restructuring has helped revive the business after years of

underinvestment, with current plans to add 15 new stores over the five years
from 2009. New sites will target emerging metropolitan regions, growth
corridors and regional cities which are currently under-represented by
department stores. Population and earnings growth should drive these hubs.
Long-term plans are to expand the store base to around 100 sites nationally.
MYER is rapidly implementing an Omni-channel strategy to counter online
competition. It is also increasingly sources higher margin, own-brand product
directly from suppliers. Myer Holdings reported NPAT of $159.72m for the
year ended 30 July 2011. Revenues from ordinary activities were $3.16bn,
down 5% from last year. Diluted EPS was 27.3 cents compared to 12.1 cents
last year. Net operating cash flow was $227.05m compared to $241.05m last
year. The final dividend declared was 11.5 cents, taking the full year dividend
to 22.5 cents compared with 22.0 cents last year.

IMPACT OF HIGH TECHNOLOGY ON JOB

DESIGN
In recent years, as computers and high technology become more and more
ingrained in the modern workplace, the basic problem arises how to
successfully fit technological advancements into job designs.
With the advanced technology workers have to keep learning new skill
because technology changes so rapidly. Workers find their job changes
almost daily because of new software programs, Changes in the use of
internet & other changes in information technology.

RECENT CHANGES IN LEGISLATIVE REQUIREMENT FOR HR

From 1 January 2010 there are several important changes in Australias

workplace laws that affect all employers and employees in the national
workplace relations system.
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

The changes include the introduction of new National Employment Standards

(NES), many employers in New South Wales, Queensland, Tasmania and
South Australia moving into the national system, and the commencement of
modern awards.

Employers and employees need to be prepared for these changes.

National Employment Standards (NES)

The Fair Work Act provides a safety net of enforceable minimum employment
terms and conditions through the National Employment Standards (NES).

The NES sets out 10 minimum workplace entitlements which apply to all
employers and employees in the national workplace relations system from 1
January 2010 (however only certain entitlements apply to casual employees).

The NES replaces the non-pay rate provisions of the Australian Fair Pay and
Conditions Standard (the Standard), which applies up to and including 31
December 2009.

Fair Work Information Statement

From 1 January 2010, all employers covered by the national workplace

relations system have an obligation to give each new employee a Fair Work
Information Statement (the Statement) before, or as soon as possible after,
the employee starts employment.

Sole traders, partnerships & others moving into the national system

From 1 January 2010, sole traders, partnerships, other unincorporated

entities and non-trading corporations in New South Wales, Queensland,
South Australia and Tasmania are covered by the national system rather than
their own specific state system. Employers that were already operating
under the national system continue to be covered (e.g. Pty Ltd businesses,
employers in the ACT, NT and Victoria).

There are special transitional rules for employers in these states to help
them move into the national system, including:

State awards that covered these employers and employees before 1

January 2010 continue to apply and are known as Division 2B State
awards. They automatically terminate at the end of 31 December 2010
(except for State enterprise awards). These employers and employees
are then covered by a relevant modern award.
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

State employment agreements that covered these employers and

employees continue to operate until terminated or replaced and are
known as Division 2B State employment agreements

However, state awards and state employment agreements operate alongside

the National Employment Standards (NES). This means that, employees must
receive at least the minimum entitlements in the NES (to the extent that
they apply), along with any other entitlements in their state award or
workplace agreement (provided that these are at least as beneficial as the
corresponding NES entitlement(s)).

Modern awards

From 1 January 2010 modern awards replace existing awards in most

industries.

Modern awards are industry or occupation-based enforceable minimum

employment standards which apply in addition to the NES.

Modern awards cover all employers and employees who perform work in
those industries or occupations covered by a particular modern award.
However, modern awards may not apply to some managers or higher income
employees (who have an appropriate guarantee of annual earnings of more
than $108,300 annually) even if a modern award covers the industry in
which they work.

Modern awards contain terms and conditions about:

minimum wages
overtime and penalty rates

types of employment

work arrangements (eg. rosters, variation to working hours)

hours of work

rest breaks

classifications

allowances

leave and leave loadings

superannuation

procedures for consultation, representation and dispute settlement.

Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

General Board Meeting on Human Resources for Myer

Parramatta

Agenda for Meeting

Present: Gurinder Pal Singh, Jaskaran and Sunil

Apologies: Sunil

Correspondence:

In: Many proposals and suggestions have been received from staff regarding
opening a new store at level 6 on the top car park area.

Budget: We already got the estimated rough draft of the budget by our
accounts department but they are still working to finalize the exact figures
for budget.

Venue Arrangement: Meeting will be held in staff room Myer Parramatta

at level 5 on Monday14th July, 2014 at 9am 11am.

Reports: Budget report is already prepared by our account manager but till
next week we will get everything and be able to make reports on it.

New business: We are getting many good suggestions from the staff
members and our customers for this new Myer store. Those will be really
helpful for us.

Announcements: Alcohol should not be permitted in the meeting and any

type of racism and discrimination should not be beared. All staff members
must have to participate in it. No one will be allowed to stay after 11am.

Adjourn: This meeting is over now. Next meeting will be held on next
Monday 21st July 2014 at 9am -11am.

Task

MISSION STATEMENT

Our aim is to provide you with the highest standard of service and to ensure
that we consistently meet and exceed your shopping expectations.

VISION STATEMENT
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

Myer's vision is to be an International-Class Retail business that provides

customers with the latest compelling assortments in the areas of fashion,
cosmetics, apparel, gifts, home wares and electrical, in an inspirational
shopping environment.

STRATEGIC HR

For the organization

HR specialists provide the support, experience, processes and strategic
advice to enable organisations and HR functions to move to a Strategic HR
framework. This includes providing advice and planning frameworks to align
staffing strategy and policy with the strategic priorities of the organisation.
This is achieved by assisting organisations in:
developing and communicating high-level staff plans and strategy and
reviewing and improving the effectiveness of those plans and
strategies.
providing workforce planning and workforce development expertise,
throughout all levels
providing advice about developing and sustaining the workplace
capabilities and culture that will motivate and support the staff in
delivering the outcomes required for the organisation's strategic
priorities and direction.
ensuring that HR practice and policy is reviewed against external
benchmarks and trends and aligned to the organisations strategic
directions and priorities.

For the HR Director

Sturgeon provides a Strategic HR capability for HR Managers and HR
Directors to transition to becoming a strategic business partner within their
organisation. We make sure that you understand:
Your organisation's mission, vision, strategy, and culture
The key drivers of business performance in your industry
The needs and expectations of your organisation's customers
Your organisation's core competencies and competitive advantage

Strategic Planning

Strategic planning is first in the series of steps for an effective

recruitment and selection process. Developing a strategic plan
for recruiting and selecting internal and external candidates
creates a process that enables recruiters and employment
specialists to engage in fruitful searches and competent
interviews. Strategic planning is a key element in making hiring
decisions that are consistent with the company's short-term and
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

long-term employment goals. Strategy includes constructing a

recruiting budget, evaluating staff resources and conducting a
workforce needs assessment.

Selection Interviewing

Behavioral, situational and competency-based interview

questions are part of selection interviewing. Recruiters and hiring
managers use these questions to further define which candidates
are worthy of serious consideration. Behavioral interview
questions help employers predict how well a candidate will
perform in job functions that require good communication and
conflict-resolution skills. Situational and competency-based
interview questions test candidates' technical and functional
expertise. Interviews can be one-on-one or conducted by a panel
of interviewers who contribute their different perspectives about
the candidate's suitability for the job.

CORE VALUES

Customers and Quality

to provide excellent and continuously improving products and services
to exceed our customers' expectations;
to be the best in class in terms of value through quality, technology,
speed, performance and innovation;

to treat our suppliers fairly as an integral part of our total capability to

serve our customers

GOALS OF MYER

Opening 15 new stores in the next five years, with 12 conditional

agreements for lease already signed;
Rebuilding the Melbourne flagship store to an international class
standard, together with continuing store refurbishment and
enhancement program, further improving the store portfolio and
driving growth;
Continuing to grow the MYER one loyalty program and roll-out a new
point-of-sale system, which is expected to significantly improve
customer service; and
Introducing new product categories, brands, concepts and concessions
and strengthening in store
Execution to drive sales growth and improve margins.

OBJECTIVES OF MYER
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

To be recognised as Australias leading retailer by our customers, with

the support of, and a commitment to, our staff and suppliers;
To drive shareholder value and deliver consistent and superior returns
to our shareholders;
To focus on our core retail competencies and fill Brand and category
gaps
in markets where it is profitable for Coles Myer to enter;
To be a good corporate citizen;
To ensure all our dealings with staff, suppliers, customers, shareholders
and
the general community are open and fair; and
To engender a spirit of co-operation across the company.

Recent priorities in the role are;

To plan and implement the logistics for the new Myer store in Parramatta
Westfield level 6.

Operational priorities plan

Priority Performance Resources required Responsibili

objectives Indicators / ty
Targets
Increase in the Improvement in the HR manager
proportion of equity indices for staff
To recruit,
staff holding a in identified equity
develop
doctorate and in groups.
and retain
the proportion of Improvement in staff
the
professional staff effectiveness, as
highest
holding a measured by relevant
quality
bachelor degree surveys research
staff,
or above. output.
supportin
g
developm
ent of
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

their full
potential

Priority Performanc Resources required Responsibility

objectives e Indicators

:
To Increase total CM
increase income by
and 20%
diversify
the
company
income

Attract appointments Recruit quality staff Marking manager

quality staff to by enhancing the
to ensure advertisemen reputation of the
current t company through
areas of the better marketing and
company publicity;
are
maintained
and new
initiatives
made
possible

Promote Ensure that all staff All staff

developme undergo a
nt and performance
training development review
annually
improve Increase in CM
the the level of
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

efficiency satisfaction in
and company
effectiven management
ess of the procedures
managem
ent of the
University

Project Risk Management

The purpose of this section is three fold:

To alert decision makers to any risks in the project that might be

material to the decision making at this point, or need to be resolved
prior to a later decision;
Confirm to decision makers that a thorough process has evaluated all
risks relevant to the stage of the project;

To ensure that a program of work is in place to address the major risks

identified

HR Activity Potential Risk Potential

considerations

Hiring Discriminatory Was a complete

practices screening completed
on potential
Hiring unsuitable applicants?
or unsafe
candidates Were provincial human
rights laws observed?
"Wrongful" hiring
Is there a set
probationary period?

Were promises made to

the candidate that
cannot be honored?

Did the employee sign

off on the policies and
contract of
Adv. Diploma Of Business Gurinder Pal Singh LBC 120 353

employment before
being hired?
Occupational Environmental Do we provide safe
Health and working conditions and
Safety Personal injury or do we conduct safety
death checks regularly?

Do we provide
adequate training for
staff?

Do we ensure the use

of appropriate clothing
and safety equipment?

Do we have adequate
policies, procedures,
and committee in
place?
Employee Abuse Do we provide
supervision sufficient orientation
Reputation in the and training?
community
Do we provide
Release of adequate supervision
personal (especially for activities
information that occur off-site or
after hours)?

Do we have a
performance
management system in
place?

Are personal
information protection
guidelines followed?